@unpublished{Katzy:2005,
  keywords = {Virtuality, Information System},
  author = {Bernhard Katzy and Gordon Sung and Kevin Crowston},
  title = {Alignment of I/S and business strategies for inter-organisational networks: The case of ARC Transistance},
  abstract = {A long-standing concern of information systems (IS) and business managers is the alignment between IS and business strategies as a prerequisite for organisational performance. This paper considers the processes of alignment in coordinated inter-organisational networks (sometimes called virtual organisations). We present a case study of a systems development project in ARC Transistance, a network of thirty-eight national European automobile clubs that cooperate to provide pan-European roadside service. The case is analyzed using Henderson and Venkatraman{\textquoteright}s (1999) strategic alignment model, following Eisenhardt{\textquoteright}s (1989) suggestions on theory building from cases. The theoretical contribution of the paper is two-fold. First, we propose a modified strategic alignment model for inter-organisational networks that distinguishes between alignment of IS with a network strategy and alignment of IS with the multiple concurrent business strategies pursued by the collaborating firms. Second, we propose that for a network organisation, IS architectures should strive for being "business strategy-neutral" to the members to more easily accommodate the diversity of members.},
  year = {2011},
  publisher = {CeTIM},
  language = {eng},
}